Midway through execution of a product-development project, the primary external supplier informs the project manager that a critical component shipment will be delayed by three weeks. The delay affects several activities on the project's critical path and could jeopardize the promised go-live date. Which action should the project manager take FIRST to address this impediment?
Escalate directly to the project sponsor and request approval to extend the overall project completion date.
Terminate the supplier's contract immediately and start sourcing a replacement without further analysis.
Accept the delay as uncontrollable and revisit it at the next status meeting while the team works on other tasks.
Document the delay in the issue log, assess its impact, and initiate collaborative mitigation with the vendor and stakeholders.
The best initial response is to formally log the vendor delay as an issue, evaluate its impact, and begin coordinating mitigation activities with the supplier and relevant stakeholders. Recording the problem in the issue log ensures visibility, establishes ownership, and allows the team to prioritize and track resolution efforts in line with PMBOK guidance. Simply accepting the delay (distractor 2) or unilaterally escalating for a schedule extension (distractor 3) skips the required analysis and documentation. Immediately terminating the supplier (distractor 4) is premature and may increase risk and cost without stakeholder alignment.
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